The opportunity to build a new AWS service from scratch does not come up all the time but that is what I spent the last two years doing. We launched the service Q4 2022 and have been rapidly adding customers and delighting our existing ones with great new features. Along the way I was able to define a product that has consistently earned kudos and positive feedback from the Fortune 100 customers using it. It is projected to be a ~$18M ARR service and we are well on our way to achieving that. The real measure of success though is the number of confidential workloads we have enabled our customers to move to AWS. We are already hard at work on an addition to the service portfolio that will create an even larger business for AWS. • Built a $18M ARR business and service with a growing set of Fortune 100 customers• Created the product definition and direction for our service through extensive customer conversations• Established a robust continued customer engagement model through a custom Private Beta program and regular ongoing customer interactions for some of AWS’ largest customers• Built an organization to deliver the service with a fun, creative culture that incorporates everyone’s ideas and feedback

At AWS Cryptography and Identity, I led the organization responsible for operating AWS Cryptography and Identity services in GovCloud, Secret Regions, and Top Secret Regions with specific security classification levels to operate workloads for government agencies. The organization grew from a small team of 9 engineers to a multi-geography (Seattle, Washington D.C., and Denver) organization of 50+ engineers across many disciplines. It also grew in the business supported both through adding additional services and regions such as GovCloud.

At Amazon Go, I wore many different hats and owned areas as diverse as sourcing and manufacturing of the customer Just Walk Out hardware to device firmware development and operational excellence. While I was there I built teams across the US (Seattle, Chicago, San Francisco, and New York) and in China (Shanghai, Suzhou, and Dongguan). I was responsible for ensuring the custom Just Walk Out hardware was manufactured, delivered, and installed into new stores. I owned sourcing, manufacturing, transportation, logistics, warehousing, and installation of hardware. In addition I owned network engineering for the Amazon Go and Books businesses. Previously I was responsible for all device firmware development, technical program management, technical operations, operational excellence, and quality assurance for the Just Walk Out technology in Amazon Go.• Scaled the Just Walk Out hardware from a prototype effort to one that supported multiple stores across four geographies ⁃ Responsible for a multi-million dollar hardware pipeline that started with sourcing and ended with installation into the new stores ⁃ Instituted mechanisms to improve quality and reduce cost while establishing an entirely new pipeline• Led the device firmware team responsible for delivering software for multiple devices ⁃ Convinced leadership of the need to grow the team from a 1 manager, 4 person team to a multi-manager team with dedicated focus in individual hardware resulting in faster velocity on hardware development and greater retention• Launched the first (and additional) Amazon Go stores by leading the engineering launch management team ⁃ Drove launch readiness across our Senior VP and spanning multiple VP organizations through weekly review of progress with SVP and reports allowing for appropriate focus on cross-org blocking issues and expedited resolution ⁃ Solved cross-VP problems such as thermal concerns and camera quality issues

• Successfully integrated all components for Dynamic Perspective after the effort had been identified as a ship blocker with multiple VP engagement ⁃ Within four months moved the effort into a green state where it remained through release ⁃ Identified communication and shared vision as the issues between all teams and addressed this by: ⁃ Holding a deep dive two day workshop between all teams to establish common direction and vision ⁃ Establishing a weekly software release and communication to senior management capturing the current state of the program and next steps for each team ⁃ Drove a weekly hot issues session with stakeholders from design, UI framework, and gaze tracking to ensure rapid progress on all blocking issues • Led the design and implementation of a robust and efficient software release management process for the Fire Phone program ⁃ Defined a branching strategy that allowed the program to both converge on the V1 release with an ever increasing quality bar and maintain developer velocity by proceeding on V1.1 and later releases unimpeded ⁃ Established the application submission process, the platform submission process, the approval process and SLA for each milestone, and the merging and release process ⁃ The mechanism has proven so successful it has been adopted for the V1.1 and V1.2 releases along with the releases on additional form factors such as tablets • Drove the migration from the initial phone software with prototype hardware to final hardware before our committed date ⁃ Moved all framework, middleware, and application teams to the new platform (40+ applications, 10+ middleware teams, and platform) ⁃ Used a daily call, weekly readiness meetings, and high touch interactions with the middleware components to ensure everyone ported by the established dates

• Responsible for service testing across the program (networking, backup and restore, OTA, maps)• Improved build quality from an average of 1 accepted build per 21 days to 1 accepted build per 1.5 days• Lead daily ship room to review all build breaks and significant quality regressions with director and VP level attendance resulting in the increased acceptance rate for builds• Communication with the broader organization was improved by releasing a daily digest mail which allowed for repeated communication of program wide information and initiatives• Drove the Build Acceptance test pass rate from 30% -> 99% which was reflected in improved organizational velocity as engineers were not blocked by functional bugs • Grew team from 4 -> 11 engineers through utilizing my personal network as well as absorbing one team of 3• Piloted a program to ramp up college hires in the test discipline in 1 month instead of 6 months ⁃ Assigned all college hires (7 engineers) to the same team and physical area ⁃ Held weekly training (test infrastructure, writing test plans, executive vision, etc…) ⁃ Resulted in higher quality bug reports (bugs resolved won't fix, duplicate, etc.. rate dropped 10%) and ~20% higher bug found rate

• Established business agreements with partners for federated identity with Nokia Account• Developed scalable federation architecture for web and device that allowed a consistent service to be used for both platforms• Integrated distributed caching solution • Developed consistent quality metrics and tracking systems for all Identity Management teams which has allowed us visibility into the quality of the software at any point• Solve collaboration problems between geographically distributed teams allowing for high quality completion of projects• Developed plan to solve top ten engineering process challenges for team with a 5% reduction in time to deploy seen after implementing first suggestion

• Responsible for driving setup, manageability, security and world readiness teams• Improved test coverage by enabling 8000 tests on 22 languages while reducing team resources by 50%• Drove complex topology test effort across product resulting in 10% reduction in customer issues

• Built a team from scratch to test and ship a standalone server product• Worked with a counterpart team in Beijing in a distributed development model to develop our product

• Worked and lived in Beijing, China• Led junior team to develop distributed automation system for testing web-based applications• Mentored three team members developing deeper Redmond culture

• Acted as technical lead for common criteria certification and FIPS 140-2 certification with responsibilities for determining the solution to technical challenges and driving the responsible development teams to implement that solution.• Presented security training presentation to Microsoft Advanced Technology Center.• Wrote white paper that is used by the Microsoft Security group as their primary resource on the XML parser class of attacks and FIPS compliance white paper which is used to rebut claims against compliance.

• Started a cross-discipline security group that was responsible for designing a secure product.• Led collaboration between local test team and remote test team in Fargo, ND.